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Test your basic knowledge |
Comptia Project + Project Management
Start Test
Study First
Subjects
:
certifications
,
comptia-project-+
,
it-skills
Instructions:
Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can
study here
.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.
This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Analytical technique that uses three cost or duration estimates to represent optimistic - most likely and pessimistic scenarios.
performance measurement baseline
activity code
request for quotation (RFQ)
three point estimate (Technique)
2. Estimating the type and quantities of material - people - equipment or supplies required to perform the activity
sequence activities (Process)
identify stakeholders (Process)
estimate activity resources (Process)
summary activity
3. Adding features and functionality (project scope) without addressing the effects on time - costs - and resources or without customer approval
earned value (EV)
direct and manage project execution (Process)
scope creep
execute
4. Float (total float - free float)
quality management plan (Output/Input)
slack
s-curve
expert judgment (Technique)
5. A short unique numeric or text identification assigned to each schedule activity to differentiate that project activity from other project activities. typically unique within any one project schedule network diagram
assumptions
finish date
project management information system (PMIS) (Tool)
activity identifier
6. Identifying quality requirements and/or standards for the project and product and documenting how the project will demonstrate compliance
plan quality (Process)
plan procurements (Process)
project management knowledge area
requested change(Output/Input)
7. Those processes performed to finalize all activities across all project management process groups to formally close the project or phase
regulation
closing processes (Process Group)
budget
special cause
8. Source of variation that is not inherent in the system - is not predictable - and it intermittent. also referred to as assignable cause.
risk acceptance (Technique)
special cause
inspection (Technique)
technical performance measurement (Technique)
9. Quantifiable deviation - departure or divergence away from a known baseline or expected value
scope management plan(Output/Input)
request for quotation (RFQ)
risk
variance
10. Defining how to conduct risk management activities for a project
strengths - weaknesses - opportunities - threats analysis (SWOT)
data date
plan risk management (Process)
activity identifier
11. Total number of work periods required to complete a schedule activity or work breakdown structure component.
duration (DU or DUR)
backward pass
budget
sequence activities (Process)
12. Project schedule network diagram drawn in such a way that the position and length of the schedule activity represents its duration. bar chart that includes schedule network logic
special cause
early finish date (EF)
preventative action
time scaled schedule network diagram (Tool)
13. Collecting and distributing performance information - including status reports - progress measurements and forecasts
report performance (Process)
defect repair
validation
technical performance measurement (Technique)
14. Amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities.
to complete performance index (TCPI)
contract (Output/Input)
free float
technique
15. Risk response planning technique that indicates the project team has decided not to change the project management plan to deal with a risk - or is unable to identify any other suitable response strategy
resource calendar
human resource plan
expert judgment (Technique)
risk acceptance (Technique)
16. Process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. the outcomes are used to generate a probability distribution for a project as a whole.
progressive elaboration (Technique)
rolling wave planning (Technique)
Monte Carlo simulation
grade
17. Group of persons with a shared objective who fulfill their roles with little or no time spent meeting fact to face.
deliverable (Output/Input)
virtual team
buyer
secondary risk
18. Centralized management of one or more portfolios - which includes identifying - prioritizing - authorizing - managing and controlling projects - programs and related work - to achieve specific strategic business objectives
risk acceptance (Technique)
output (Process)
variance
portfolio management (Technique)
19. Document that describes how procurement processes from developing procurement documentation through contract closure will be managed
lessons learned knowledge base
procurement management plan (Output/Input)
total float
late start date (LS)
20. Group of related schedule activities aggregated at some summary level and displayed as a single activity (at the summary level)
plan risk response (Process)
summary activity
project organization chart (Output/Input)
lessons learned knowledge base
21. Response to a negative risk that has occurred - workaround is not planned in advance of the occurrence of the risk event
workaround
acquire project team (Process)
contract (Output/Input)
root cause analysis (Technique)
22. Multiple attributes associated with each schedule activity that can be included within the activity list. activity attributes include activity codes - predecessor activities - successor activities - logical relationships - leads and lags - resource r
value engineering
request for proposal (RFP)
perform quantitative analysis (Process)
activity attributes (Output/Input)
23. Narrative description of the project scope - including major deliverables - project assumptions - project constraints and a description of work that provides a documented basis for making future project decisions and for confirming or developing a co
perform qualitative analysis (Process)
lessons learned knowledge base
risk tolerance
project scope statement (Output/Input)
24. Person or group that provides financial resources in cash or in kind for the project
sponsor
project life cycle
estimate activity resources (Process)
project charter (Output/Input)
25. Structure in which the project manager shares responsibility with the functional managers for assigning priorities and directing the work of persons assigned to the project
firm fixed price contract (FFP)
assumptions
matrix organization
monitor and control risks (Process)
26. Measure of schedule efficiency on a project. ratio of earned value (EV) and the planned value (PV). SV = EV minus PV.
schedule performance index (SPI)
value engineering
program evaluation and review technique (PERT)
rework
27. Common way to determine whether a risk is considered low - moderate - or high by combining the two dimensions of a risk: its probability of occurrence and its impact on objectives if it occurs
project communications management (Knowledge Area)
result
scope creep
probability and impact matrix (Tool)
28. Identifying the specific actions to be performed to produce the project deliverables
material
define activities (Process)
executing processes (Process Group)
voice of the customer
29. The expected total cost of a schedule activity - a work breakdown structure component or the project when the defined scope of work will be completed. Calculated based on performance to date or estimated by the project team based on other factors
estimate at completion (EAC)(Output/Input)
finish to finish (FF)
start to finish (SF)
authority
30. The date up to or through which the project's reporting system has provided actual status and accomplishments. also called as-of date and time-now date.
data date
virtual team
three point estimate (Technique)
hammock activity
31. The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact
perform qualitative analysis (Process)
residual risk
work performance information
project management
32. Analysis. a statistical technique that calculates the average outcome when the future includes scenarios that may or may not happen. used in decision tree analysis.
risk acceptance (Technique)
procurement documents (Output/Input)
plan risk response (Process)
expected monetary value (EMV)
33. Processes and activities needed to identify - define - combine - unify and coordinate the various processes and project management activities within the project management process groups
stakeholder
project initiation management (Knowledge Area)
configuration management system (Tool)
plan procurements (Process)
34. Developing options and actions to enhance opportunities and to reduce threats to project objectives
project management office (PMO)
determine budget (Process)
estimate activity durations (Process)
plan risk response (Process)
35. Logical relationship where completion of the successor schedule activity is dependent upon the initiation of the predecessor schedule activity
monitor
expert judgment (Technique)
project team directory
start to finish (SF)
36. A table that links requirements to their origin and traces them throughout the project life cycle
requirements traceability matrix
virtual team
slack
workaround
37. Document that specifies in a complete precise verifiable manner the requirements - design behavior or other characteristics of a system component - product - result or service
specification
statement of work (SOW)
backward pass
co-location (Technique)
38. Processes required to manage the timely completion of a project
executing processes (Process Group)
project time management (Knowledge Area)
project calendar
project quality management (Knowledge Area)
39. Processes and activities of the performing organization that determine quality policies - objectives and responsibilities so that the project will satisfy the needs for which it was undertaken
resource leveling (Technique)
co-location (Technique)
project quality management (Knowledge Area)
project team directory
40. Cost - time - quality - technical or resource value used as a parameter and which may be included in product specification. crossing the threshold should trigger some action.
methodology
near critical activity
lessons learned knowledge base
threshold
41. Group of potential causes of risk. such as technical - external - organizational - environmental - project management. a category may include subcategories
request for information (RFI)
communications management plan (Output/Input)
risk category
project management team
42. One or more numerical or text values that identify characteristics of the work or in some way categorize the schedule activity that allows filtering and ordering of activities within reports
activity code
work authorization system (Tool)
assumptions
residual risk
43. Graphic display of cumulative costs - labor - hours - percentage of work or other quantities - plotted against time. used to depict planned value - earned value and active costs.
project initiation management (Knowledge Area)
s-curve
work breakdown structure (WBS) (Output/Input)
claim
44. The document that describes the communications needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; wan who is responsible for providing each type of communic
schedule model (Tool)
perform qualitative analysis (Process)
project management office (PMO)
communications management plan (Output/Input)
45. Indications that a risk has occurred or is about to occur. also called risk symptoms or warning signs. should be watched or monitored in the risk monitoring and control process.
failure mode and effect analysis (FMEA) (Technique)
risk management plan (Output/Input)
triggers
application area
46. Calendar of working days and non-working days that determines those dates on which each specific recourse is idle or can be active
resource calendar
develop project charter (Process)
threat
estimate at completion (EAC)(Output/Input)
47. Quantitative risk analysis and modeling technique used to determine which risks have the most potential impact on the project. typical display of results is in the form of a tornado diagram
work breakdown structure dictionary
s-curve
simulation
sensitivity analysis
48. Collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives
requirement
variance
application area
portfolio
49. An imperfection or deficiency in a project component where that component does not meet requirements or specifications and needs to be either repaired or replaced
defect
failure mode and effect analysis (FMEA) (Technique)
result
verification
50. Provision in the project management plan to mitigate cost and or schedule risk. modifier: management reserve (unknown risks) - contingency reserve (known - but unplanned risks)
sponsor
enterprise environmental factors (Input/Output)
issue Point or matter in question or dispute
reserve